Essay Example on Managerial Communication & Job Satisfaction: Examining the Link

Introduction

Whereas a lot is known concerning the magnitudes of job satisfaction, the link amid managerial correspondence and job fulfillment continues to be somewhat unclear. King, Lahiff, and Hattfield's (2009) article: "A discrepancy theory of the relationship between communication and job satisfaction" reports research that aimed at examining the connection between job satisfaction, identification, and communication fulfillment.

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Journal Article Synopsis

The article describes communication as a job outcome in that; communication is not a crucial notion in existing philosophies of job gratification. The authors further went ahead to use the discrepancy theory as one of the main theoretic clarifications of job satisfaction (King et al., 2009). According to the article, Discrepancy is the extent of correspondence between rewards communicated (RC) and reward valence (RV). The primary ideology of this thoughtful approach is that work gratification is of the communication amid RV and the degree of communicating the rewards.

The study's methodology incorporated the administration of questionnaires to 184 scholars registered in a big, preliminary business course. While completing the survey, participants had to assume the structure of reference to a recent or current job they held (King et al., 2009). Types of job satisfaction assessed included gratification with the organization and general job satisfaction.

The research discovered reasonable variances in correspondences between job satisfaction and communication, applying a discrepancy approach when high in contrast to low (King et al., 2009). There is the communication of RVs, and fundamental variations in work contentment once high RVs are conversed than when they are not.

The researchers conclude that several factors influence the prospective for employing the discrepancy theory in impending explorations. Initially, the awards analyzed in this research were selected since they seemed to be corresponding. Although, nine awards barely deplete the gradient of probable recompenses, which are imperative job, upshots, which a worker may get through communication.

Applications to Real Organizations

The discrepancy theory proposes that the work gratification of an individual is derived from what they consider to be relevant rather than the unfulfillment or fulfillment of their needs (Celik, 2011). The way a person rates a variable in terms of importance is considered as "how much" of that thing is wanted. This theory suggests that dissatisfaction occurs whenever an individual is given less than what they wanted. According to the method, job satisfaction results from the Discrepancy between the expected outcomes in a job and the actual outcomes that are said to be achieved (Till & Karren, 2011). Therefore, is an individual may want to be a successful sales executive but, at the same time, remains dissatisfied with the sales team of which they are part. Therefore, when a worker has more of the desires related to their job met, they are likely to report more job satisfaction.

There are several ways in which findings from research on discrepancy theory and job contentment can be applied to mend managerial practices. This paper discusses three of the strategies that can be used by organizations to improve the job satisfaction of their employees.

The first way in which the discrepancy theory can be used to organizational practices is in ensuring that the employees get fair pay. Regardless of the kind of job held, an employee would want and feel that they deserve to be paid fairly for the work they do (Lee & Sabharwal, 2016). Most employees have a figure in mind that determines their market value. However, the number is not an arbitrary designation because a worker's market value is based on a combination of factors such as years of experience, job title, specific skills held, experience, and job location (Lee & Sabharwal, 2016). According to the discrepancy theory, there is a particular outcome that a person expects to get (Till & Karren, 2011).In the same way, an employee has in mind a salary that they plan to earn. When the remuneration received is compared to the actual salary they receive and the expected salary is lower than the received salary, then there is bound to be dissatisfaction, for example, an individual who thinks or expects to receive a salary of $ 9000 will be dissatisfied with their job if they earn $ 8000 in wages. Providing a salary that satisfies employees is vital for every company because when employees are happy, they tend to do their best, which increases the general productivity of an organization leading to high revenues. On the other hand, dissatisfied employees perform poorly. The ripple effects result in low productivity, high cost due to increased employee turnover, and reduced profits.

Secondly, the discrepancy theory can be used by an organization to improve communication with their employees. According to King et al. (2009), there is a robust connection between job gratification and transmission from an organization's management. Sound communication systems within an organization lead to better job satisfaction among the employees. When employees expect to receive specific communication from the administration such as an appreciation for work well done, feedback on concerns and complaints, or proper communication on working procedures and instructions, and this communication does not happen, there is likely to be a discrepancy in terms of job communication satisfaction-relationships. Organizations need to understand that workplace relationships between employees and management, as well as between coworkers, contribute significantly to job satisfaction. By implementing better communication strategies, an organization can build better relationships with its employees hence increasing their job satisfaction leading to better performance due to increased motivation and minor misunderstandings.

Lastly, an organization can use the research related to discrepancy theory to develop a workplace structure centered on its employees. Celik (2011) explains that the difference between the expectations of employees and what they get is the base of the discrepancy theory. The theory's foundation is on three main questions: what are the wishes of the employees, what are the expectations of the employees, and what is it that the employees get. The work environment is slowly shifting from one that centered on employers to a more employee-centered environment. Employers need to work towards creating a more engaging working culture if they are to increase their employee satisfaction (Tsai, 2011). Salary offered is no longer the primary source of pleasure so to attract and retain the best employees, organizations need to ensure that their employees work in an environment where they participate in the daily decision making according to their wishes and expectations. Doing so prevents the employees from having a negative attitude towards their job since they feel part and parcel of the process hence leading to increased motivation to produce more.

Conclusion

Based on the findings from the different articles looked at, the study on discrepancy theory is very informative. The study gives definitive information on discrepancy theory, how it contributes to job satisfaction, and how organizations can apply the method to ensure that their employees stay with them, remain motivated, and become more productive. The main points that readers need to take from this paper include: one, is that job satisfaction is one of the most important targets to be achieved by any organization. Secondly, employee job satisfaction stems from the passionate commitment of employers and organizational management to the needs of their employees. And lastly, when workforces are contented with their occupations, they are motivated to perform, leading to higher revenues for an organization. Finally, the recommendations for the management are appropriate because better pay for employees, better communication relationships, and a more employee-centered environment leads to more employee satisfaction, which results in lower costs and higher productivity for an organization.

References

Celik, M. (2011). A theoretical approach to job satisfaction. Polish journal of management studies, 4, 7-14. http://yadda.icm.edu.pl/baztech/element/bwmeta1.element.baztech-article-BPC8-0003-0001 Johns, G., & Saks, A. M. (2001). Organizational behavior: Understanding and managing life at work.

King Jr, W. C., Lahiff, J. M., & Hatfield, J. D. (2009). A discrepancy theory of the relationship between communication and job satisfaction. Communication Research Reports, 5(1), 36-43. https://doi.org/10.1080/08824098809359798

Lee, Y. J. & Sabharwal, M. (2016). Education-job match, salary, and job satisfaction across the public, non-profit, and for-profit sectors: Survey of recent college graduates. Public Management Review, 18(1), 40-64. https://doi.org/10.1080/14719037.2014.957342

Till, R. E. & Karren, R. (2011). Organizational justice perceptions and pay level satisfaction. Journal of Managerial Psychology. http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.874.2141&rep=rep1&type=pdf

Tsai, Y. (2011). Relationship between corporate culture, leadership behavior, and job satisfaction. BMC health services research, 11(1), 98. https://bmchealthservres.biomedcentral.com/articles/10.1186/1472-6963-11-98?optIn=false